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Quran Accelerated Learning Centre (QHAL)

Current Status Concept / Business Plan
Amount Invested RM2,000,000
Funding Required RM2,000,001 to RM3,000,000
Description We Khalifah Education Foundation & Positive Islamic Psychology Centre / Entrepreneurs Development Institute Sdn Bhd will be starting our Quran Accelerated Learning Project (Q-HAL) together with Khalifah Model Pre-School Franchise system throughout Malaysia.

Q-HAL method can revolutionize and transform the teaching and understanding of the Quran and the deen of Islam. Through Q-HAL method, we can train any normal child to reach Diploma Level in Quranic studies and Hafazan. This is on a part time study basis of 8 hours a week at our Q-HAL centres throughout Malaysia. Within the Q-HAL Centre, we also can operate our Khalifah Model Pre-School franchise centres throughout Malaysia.

Business Opportunity The current Sekolah Agama / Tahfiz systems either full time or part time is not effective. More than 100,000 Muslim children are studying in Tahfiz Schools. So far, the track record in terms of mastery of the Quran and Arabic language in Tahfiz Schools is not good.

More than 2 million Muslim children are studying part time at Sekolah Agama Rakyat. Even after 10 years of studies every day for 3 hours daily, they have very little knowledge of Arabic language of the Quran or the understanding of Islamic Fiqh, Tasawuf and Islamic ideology as a way of life. Insha’Allah if we can reach out through Q-HAL, we can transform the teaching and learning of the Quran in Malaysia and throughout the world.

We are proposing to create The Quran Institute of Malaysia (QIM) to revolutionize the learning, teaching and mastery of the Quran, Arabic language / English language and Malay language all in one Integrated Holistic Accelerated Learning Techniques.

Revenue / Business Model Example of income 1: Income of Q-HAL in Malaysia (1st year operation)

i. Small group of student max 15 pax per class x 12 class room x RM350 fee per pax = RM63, 000 per month.
ii. Will conduct 3 weekday session of morning / afternoon / night, 2 hours each for 4 days (Monday to Thursday). Income from the 3 session will be RM63,000 x 3 session = RM189,000 per month
iii. Income from weekend session 4 hours each on Saturday and Sunday (Morning and afternoon)
2 session x RM63, 000 = RM126, 000 per month

Total gross profit RM 189,000 + RM126, 000 = RM315, 000 per month

Less cost of operation at 50% = RM189, 000 (inclusive of depreciation, utilities, salaries, promotion, advertisement, etc.)

Forecast Net profit per month = RM189, 000 per month

Forecast net profit per year = RM2.3 million per year

Example 2: Opening of 250 franchise centers of Q-HAL / Khalifah Model Pre-School throughout Malaysia (2nd year operation)

Net profit per month per center = RM1500 per month / RM18.0K per year for both Q-HAL Training and Khalifah Model School franchisee centers

Forecast net profit to 250 centers per year = RM1500 x 12 x 250 = RM4.5 million

Total possible profit Insha’Allah Example Project 1 & 2 (2nd year onwards)
= RM2.3 M + RM4.5M
= RM6.8 M in Malaysia alone.

Highly profitable! Insha’Allah we can develop more than 1000 Q-HAL / Khalifah Model Pre-School (KMPS) in Malaysia within the next 5 years. Insha’Allah potential profit can be more than RM10.0 Million per annum.

Example 3: Opening franchise centers internationally especially Indonesia, America, Europe & the Middle East.

Existing joint venture partner in Malaysia will be invited to invest in our overseas operations. We will appoint Master Franchisors in each country where will operate internationally.

Potential income stream RM30 million to RM50 million per year from our international operations

Management Team Develop by Dr. Abdul Aziz Azimullah an expert in Human Resource Development and Accelerated Learning Technique. He spends more than 25 years in training and consultancy. Holistic Accelerated Learning (HAL) techniques were developing to train unemployed graduate in English language on accelerated basis under SLG scheme (Skim Latihan Graduan menganggur). Q-HAL method has been proven in training hundreds of unemployed graduate in mastering English language within 3 months. After the 3 months HAL courses, they have Mastery of the English Language and received good jobs offers.
Company Background Organization Name : YAYASAN PENDIDIKAN KHALIFAH
Registration No. : 433502-X
Date of Establishment : 10 October 2012
Type of Organization : Company Limited by Guarantee
Registration Objective : Fund management for education and welfare purposes.
Tax Exemption Ref No. : LHDN.01/35/42/51/179-6.8000
Funding Milestone 1. Our scheme for joint venture is as follows:

We request each joint venture partner to inject RM100K to have the right to setup and run Quranic Institute of Malaysia / Q-Hal Training Centre and Khalifah Model Pre-School (KMPS). This group of 34 partners will raise RM3.4 Million for the project. (Each RM100K x 34 = RM3.4 M). This RM3.4 M from our JV partner is 49% share of Q-HAL Sdn Bhd. (Not including our Ujana Harmonis Training Centre asset)

2. They will be the partners in the Q-HAL center and Khalifah Model Pre School project in Malaysia i.e., they will be joint venture master franchisor in Malaysia.

3. They will also have the right to trade mark Q-HAL Training Centre and Khalifah Model Pre-School (KMPS) franchise centers in Malaysia though their shares in Q-HAL Sdn Bhd.

4. Insha’Allah, if all goes to plan, we can generate RM6.8 Million per annum in Malaysia within the next 3 to 5 years.

5. From this RM6.8 Million profits, RM3.4 Million will be paid back to the shareholder as profit who injected the capital (49% share of project). Insha’Allah, within 3 to 5 years, Insha’Allah the ROI is more than 100% of investment i.e. life time profit as long as the company is in operation.

6. Money back guarantee: The joint venture partner Insha’Allah will have a guarantee. If this project does not generate profit by December 2021, EDI will reimburse the full RM3.4 Million back to the joint venture partners, by taking over their shares. As guarantee:

a. We will develop our Ujana Harmonis Training Centre as condo / apartment. Potential profit RM15.0 Million in future if needed.
b. Or we will sell our prime land bank 6.5 acres at MRR2, Batu 6, Gombak. The land value is RM12.0 million. Lot No.: 4584 & Lot 3783, Mukim Setapak, Gombak.

7. Joint venture partners in Malaysia operation will also be invited to invest in our overseas operations. Potential for global expansion especially in Indonesia can generate RM30 Million to RM50 Million profits per year. Insha’Allah

Expected ROI ROI is more than 100% of investment i.e. life time profit as long as the company is in operation.
Exit Strategies Money back guarantee: The joint venture partner Insha’Allah will have a guarantee. If this project does not generate profit by December 2021, EDI will reimburse the full RM3.4 Million back to the joint venture partners, by taking over their shares. As guarantee:

a. We will develop our Ujana Harmonis Training Centre as condo / apartment. Potential profit RM15.0 Million in future if needed.
b. Or we will sell our prime land bank 6.5 acres at MRR2, Batu 6, Gombak. The land value is RM12.0 million. Lot No.: 4584 & Lot 3783, Mukim Setapak, Gombak.

Company Name KHALIFAH EDUCATION FOUNDATION
Business Address Taman Ampang Utama, 68000 Ampang, Selangor.
Contact Person Dr Abdul Aziz Azimullah

Kacang Puteh Manufacturing to become a brand leader and dictate the industry

Current Status Break-Even, Profitable
Amount Invested RM3,000,000
Funding Required RM5,000,000 or more
Description We are snack food (kacang puteh) manufacturing company located in Ipoh. We produce about 20 different types and trade about another 40 (specific & seasonal) products. We are only snack food manufacturer who grinds their own flour and supply to other competitors. We do a complete range of the manufacturing process.
Business Opportunity Being a manufacturing company, started small and grew with bank loans and SME’s graduate fund. But the funds we get have always able to grow only 1 out of 4 legs of our business. Finance, Operation, Human Resource, and Marketing. We save up to buy a factory and get a loan. Then save up to purchase a machine to place in the factory, next we will need the manpower to work the machines. Marketing or getting orders is the easy part. Delivering and sustaining the payment terms is the hard part. Then when we want to grow again, that’s the issue. We have done this cycle 3 times with 3 factories. So we need an investment and an investor who understands this. A factory which can support 10 times our current rate and we can add on the machines as the business grows. An investor who can support us with the cash flow as the orders is coming in.
Revenue / Business Model We are doing RM4million yearly for the past 3 years. We stopped all marketing work 3 years ago and we manage to sustain the sale from people finding us. We have a net margin around 10% but that can be improved via economies of scale and economies of scope. We can pledge our properties as well to get the investors know that we are all in. We can have an agreement that, we focus on paying back and buying back capital from for the investor as we make more profit.
Management Team The whole team consists of 28 people. General staff at 20 (local 8, foreign 12) and management/supervisor at 8.
1)CEO, 2)Factory manager, 3)Marketing&Sales, 4)Account, 5)Human Resource&Office, 6)Purchase&Stock 7)Production Supervisor 8)Packing Supervisor

Currently, we have downsized and just maintain about half of the staff. But if investment comes in, we can build back a fully operational team for that scale.

Company Background We started as a grinding mill 30 years ago by my father. I have been working in the family business since I was 5 years old. Turned around the company when I took over and went from a small shop lot to 3 factories and from 500k sales to RM4million in sales. From one product to support kacang puteh industry to more than 20 in-house products and nearly 40 trading items.
Funding Milestone We have invested our own money and bank loans into the business. We would need a bigger factory (RM 3 to 5 million), machines (RM 2 million)(can support up to 15 million in revenue), cash flow to support us with growing orders (RM 2 to 5 million)

The new factory would be an asset, the cash flow will be payable by big companies, thus these two have no risk to low risk.
The only risk are the machines, even if we deprecate the machines for 5 to 10 years, They become half the value the moment we buy them.

% Equity Allocation Majority to Minority (We are open to suggestions)
Expected ROI 10% – 15%
Risks and Mitigation The only risk is that we might not grow as much as we planned or we grow too fast that we would need more funding. Kacang Puteh as an industry is about 80 years old, we have been in business for 30 years and we are the supplier and market leader for the industry so these are only two risks we are getting into.
Exit Strategies We will buy back the share from the investor with profit we make.
We will go for M&A with a larger corporation.

*We are interested in the public list the company ourself currently. It’s not our core competency so we do not focus there. But if the investor wants to do it, we welcome them but they have to give us time to learn and prepare ourself. We can answer the audit questions but if possible I would want t focus on manufacturing which is what we are best at. We will grow the company.

Company Name Snack Boss Sdn Bhd / Menglembu Foods Industrys
Website/Facebook https://www.facebook.com/SnackBoss/
Business Address 14 16, Laluan Perusahaan Kledang 3, Taman Perindustrian Chandan Raya, Mengelmbu, 31450, Ipoh, Perak.
Contact Person Surentran Somasundram

F&B Investment Proposal SkyAvenue Genting

Current Status Concept / Business Plan
Amount Invested RM 200,000
Funding Required RM2,000,001 to RM3,000,000
Description The Majapahit Empire was a vast kingdom based on the island of Java from 1293 to around 1500.
The empire reached its peak of glory during the rule of Hayam Wuruk and his Prime Minister, Gajah
Mada, whose reign from 1350 to 1389 was marked by conquest which extended throughout a large
part of Southeast Asia. During its glory days, the Majapahit Empire stretched over the entire
present-day Indonesia, Thailand, Singapore, Malaysia, Brunei, Sulu Archipelago, Philippines and East
Timor. It was one of the last major empires of the region and is considered to be the greatest and
most powerful empire in the history of Southeast Asia.
THE MAJAPAHIT Restaurant & Bar takes its inspiration from this mighty empire; its menu conquers
the vivid and distinct cuisines of Southeast Asia. Backed up by a full bar that serves the best
selection of beers, wines, whiskies and spirits, The Majapahit Restaurant & Bar is the perfect place
to wine, dine and savour it all.
Business Opportunity Since it’s debut in February 2018, The Majapahit @ Arcoris Mont Kiara has been the talk of the
town with its beautiful interior, great food and top-notch service. The Majapahit @ Arcoris has
successfully created its own league of restaurants & bar with its full house dinner service almost
every night. It has also been featured on many online and printed platforms.
THAI
One of the partners who will be in-charge of the food segment of the business is also the person
behind Ginger, arguably one of the longest lasting Thai restaurants in Malaysia. Ginger, which has
been around for more than 25 years is an award winning restaurant located at Central Market,
Kuala Lumpur.
INDONESIAN
The partners had also been the master franchisee and were responsible for bringing one of the
largest Indonesian restaurant chains into Malaysia. Bumbu Desa serves authentic Indonesian
Cuisine including Padang, Sunda and Malay oerings. The partners had successfully introduced
and operated Bumbu Desa in several locations including Suria KLCC and KLIA2.
THE COMBINATION
With the experiences and expertise, The Majapahit will have the great combination of both Thai
and Indonesian cuisine, with a full bar oering wide variety of beverages and a good selection of
wines.
Revenue / Business Model Asian food operators in Genting Highlands, specifically at SkyAvenue, have been doing
exceptionally well, in fact, it is widely known that the outlets at SkyAvenue are usually their best
performing (within their respective groups) for most of the established brands that are operating
there. The positioning specifically for this location is crucial. Because of the importance of Chinese
tourist market in Genting, we propose to feature a Chinese name for The Majapahit, called ‘东南皇朝’
(translated to mean ‘Southeast Asian Dysnasty’). This is to further attract big number of Chinese
tourists in Genting Highlands to try the food of this region since they are traveling here in this
region. It is also important to note that there is no Indonesian restaurant and limited Thai
restaurants in the entire vicinity of Genting Highlands. Because of the strong brand recognition
created by The Majapahit in KL, the Genting location will also be able to attract the business from
domestic tourists.

Not only is SkyAvenue located in the heart of Genting Highlands with its own cable car station
located on the 4th floor, it has became the latest hype of Genting Highlands with the size of
390,000 sq ft housing over 165 retail lots, restaurants and cinema. The visibility of The Majapahit
lot, facing the eventual main entrance of the upcoming 20th Fox World theme park, is also
undoubtedly prime and will be able to capture a lot of impulse dining.

Management Team A COMBINED 90-YEAR EXPERIENCE
The partners and the management team of GreatFUN have been in the F&B industry for decades. Mr.
Ray Nadaraja, one of the three main partners is the person behind one of the oldest and most
successful Thai restaurant and several other successful F&B concepts; Mr. Siswanto, the other partner
who has been responsible for many pioneering concepts which had became household names such
as Quattro, The Sanctuary, The Opera and The Library just to name a few; and Mr. Danny Lee, an F&B
professional turned entrepreneur, has a proven track record of almost 30 years working with
American franchises (Popeye’s, Papa Johns, California Pizza Kitchen, etc.) and has managed more
than 250 outlets from Americas to Asia.
Two of the partners were also the founders of AUM Hospitality (AUMH), which was one of the largest
F&B group in Malaysia with brands such as Johnny Rockets, Quiznos, Franco, The Library Coee Bar,
Providence, Vertigo, The Geoventure, Rootz and many more under its wing. Due to the success of the
group, Parkson Holdings Berhad took a majority stake of AUMH in 2014 and when their service
contracts expired, the team divested the balance of the shares in the group to Parkson.
GREATFUN
The partners then started The Great Fundamentals Sdn Bhd (GreatFUN) in 2017. In about a year, it has
quickly become a serious player in the industry with the wildly successful Fuze in operation; and it has
also since secured Wingstop’s master franchise rights for Malaysia and opened 2 outlets within 6
months period. With the latest success of The Majapahit @ Arcoris, GreatFUN has proven to be on the
right track to success.
Company Background Will only share with keen investors.
Funding Milestone 30% Upon Letter of Offer
50% Upon starting of renovation Works
20% Upon Completion of project
% Equity Allocation Will present to keen Investors
Expected ROI Will present to keen Investors
Risks and Mitigation LONG TERM BUSINESS
As aforementioned, the primary goal of The Majapahit is to make it a long term and sustainable
business for, literally, decades. The fact that original Souled Out in Hartamas and The Social in
Bangsar Baru, have been in business for more than 20 years and 17 years respectively, is enviable.
By having the most senior people in the management team to run this brand, it will further
increase the likelihood of success.
Exit Strategies EXIT PLAN
It is important not to have emotional attachment to any business. There is always a price for
anything. So if the right opportunity comes along, The Majapahit brand should always be available
for a trade sale or to be packaged together for a corporate exercise. As part of the GreatFUN
group, it could also be possible that The Majapahit will tag along if any major corporate exercise
(whether IPO or otherwise) were to happen. Again, it is good to note that both The Library and
The Geoventure were both packaged with the AUM Hospitality (AUMH) sale to the Parkson Group
and then later on, both brands were sold by AUMH to Connexion Group (The Beer Factory).
Company Name GreatFun Lifestyle
Website/Facebook https://www.facebook.com/TheMajapahit/
Business Address Lot No. G8, G9 & G10, Ground Level, Arcoris Mont’ Kiara, No. 10, Jalan Kiara, Mont’ Kiara (6.57 km) 50480 Kuala Lumpur, Malaysia
Contact Person Adrian Loh

XUsed: The next unicorn in waste industry

Current Status Break-Even, Profitable
Amount Invested RM50,000
Funding Required RM300,001 to RM600,000
Description XUsed is a technology platform for trading recycle waste. Also known as ‘Uber for recycle waste’. XUsed is a recycle waste collector without any garbage truck and warehouse for storage. XUsed is aiming to be the ‘SEA Waste Bank’ with Big Data in the next 5 years.
Business Opportunity The government is spending RM2.2billion a year in managing waste. The recycle waste industry is a huge business opportunity. However, many people look at it as ‘less sexy’ business. Therefore, it becomes an exclusive industry for certain players. XUsed is taking this advantage due to lack of competitors and experienced in the market since 2015. XUsed started in B2C segment with schools as our main customers (There are 10,000 schools). Starting this year, XUsed has ventured into B2B segment. In 2019, Environmental Syllabus will be introduce in schools and this will increase the amount of recycle wastes from students. Recycle waste will produce as long as human race exist. Hence, the business opportunity is endless and XUsed is looking to expand to other SEA countries.
Revenue / Business Model XUsed makes money from taking percentage from recycle waste collected. The average profit is 100%. Example, XUsed buys Aluminium from sellers at RM1.70/kg and sell back to our partners at RM4.60/kg. It is a profit of 270%.
Management Team Saiful Adli bin Mokhtar – CEO and Founder. 15 years working in MNCs. Experienced working in banking and O&G industries. MBA with operation background.
Ahmad Faiz bin Ramli – COO and co-founder. IT background. Handling the operation side of XUsed.
Current full time employees is 4 staffs.
Company Background XUsed started as a used cooking oil collector in 2015. Received grant worth RM30,000 from MAGIC in 2016 and launched XUsed website (www.xused.com). XUsed received an offer of investment worth RM250,000 in exchange of 30% equity. XUsed did not proceed with the offer because the current business model is sustainable. In 2017, XUsed started with 2 schools as a pilot project. Due to overwhelming response, in 2018 XUsed has received numerous requests from other schools. Already operating at 53 schools and approval from 57schools. (1% of market share). XUsed is also expanding to B2B segment and Hap Seng is the 1st customer.
Funding Milestone RM500,000
70% – Expansion and marketing
15% – Admin and operation
15% – Product development
Milestone: Every RM100,000 = 200 schools = 200,000 students
% Equity Allocation 15% – 25%
Expected ROI ROI is 10% per annum.
Risks and Mitigation Risks: All competitors such as I-Cycle and HelloGold are exchanging recycle waste to vouchers. They may change their business model and adopt cash.
Mitigation: Need to expand and be the 1st Waste Bank in SEA.
Exit Strategies Exit Strategy: Sell the company to another organisation in 3 years time with 5 times higher valuation. GreenTech are interested with our Big Data and expressed their interest to buy XUsed.
However, XUsed is planning to raise funds through Equity Crowd Funding (ECF) in the near future. Hence, any Angels invest in XUsed will increase their value in a short period of time.
Company Name XUsed Global Solutions
Website/Facebook https://www.facebook.com/xused/
Business Address Unit A3-3A-36, Level 3A, Leisure Commerce Square, Jalan PJS 8/9 Sunway, 46150 Petaling Jaya, Selangor
Contact Person Saiful Adli Mokhtar (SAM)

Petroleum based product manufacturer seeking RM 2 Million for existing contracts

Current Status Growth
Amount Invested RM 2,500,000.00
Funding Required RM1,000,001 to RM2,000,000
Description We are involved in manufacturing of petroleum products for the Malaysian Government and open market usage. Presently 90% of our business are to supply to the Malaysian Government vehicles.
Business Opportunity This is a secured projects. All supplies are based on available contracts. Presently we have Government contracts worth RM 9 Million This does not include the current orders from the Government.
Revenue / Business Model Our profit margin are between 25 to 35% from contract value.
Management Team Our team comprises of seven key personnel with vast experience in manufacturing of petroleum based products. Additional of another five personnel in the manufacturing area.
Company Background Our company was established in 2002 and actively involved in the manufacturing of petroleum products and chemicals for the automotive industry.
Funding Milestone Funding requirement – RM 1 to 2 Million
For working capital of the Government Projects.
Projects in hand – Government Contracts worth RM 9 million
% Equity Allocation Upon Discussion
Expected ROI 1 year – 15% returns
Risks and Mitigation Risk
Risk is minimized as this is government contracts. Delays for payment usually do not exceed more than 3 months which is normal compared to open market sales.
Payment is absolute and there will be no default what so ever.
Price of oil may pose a small risk as the price fluctuates over time. However, the cost of production can be controlled based on the formulation with multiple additive packages.
Mitigation
To minimize drop in margin, we have acquired a number of additive suppliers to retain cost structure. Prices of oil may fluctuate up and down. However the difference would not be too much and we could anticipate the trend beforehand.
Exit Strategies The investors can exit after 12 months of investment. Upon negotiation and approval between both parties.
Company Name All Season Synergy Sdn Bhd
Website/Facebook http://www.synergymy.com
Business Address NO 1, Jalan Seroja 7, Seksyen BS6 Bukit Sentosa, 48300 Rawang Selangor
Contact Person Mr Mohd Fauzi B Khaliludin

Gaias Homes – Eco Housing Solution Of The Future

Current Status Concept / Business Plan
Amount Invested RM 50,000
Funding Required RM3,000,001 to RM4,000,000
Description Gaias Homes deveolped an innovative, easy, affordable and reliable way of building infrastructure. Industrial, Residental, Schools, Hospitals – there is no limit. Our initial capacity will lay around 55.000 square feet of buildings per month and will triple in the second year. Recycling waste into cheap infrastructure our Business opens a new market in the Real Estate Field and offers a new way of important waste recycling – closing the resource cycle. We will be able to build infrastructure 30 times faster and some building related costs will be reduced to up to 90%. The Material consists of waste plastic which gives the Bricks their ability of longelivity and mineralis that give the Bricks a strength higher than cement.

Our online appearance went online 2 months ago and we got accepted well by the market and community. We had to stop our social media & Marketing efforts due to the massive attention. We were unable to handle all the requests via mail and decided to stop our Marketing Campaign before it started, since we do not have a ready product yet. We received inquries from Africa, North & South America and orders in India for small, middle and big scaled projects. A similar product is on the market in South America and makes very good progress. We have successful started the patenting process and finished the Trademarking process.

– Manufacturers for Machinery in place
– Prototype ready
– State of the Art Equipment
– competetive product
– Industrial Area in place
– First Sales after 5 Months of received funding
– Exit after 12 months possible
– Private, Industrial and Governmental project requests
– Expanding facilities after 3 months possible
– 60% to 72% Profit Margin

Business Opportunity The market accepts our Product well, every Dollar invested into a short testing span of one weeks advertising we turned into an order worth approx. $6000. We have commitments for the first produced houses, also the local Indian governments, as well foreign governments have shown interest into our technology. Recycling plastic waste gives us an immense edge since the awareness for the growing waste management problems grows rapidly. We received requests for ~10 Acres of building in the first month, requests for builiding a healthcare headquarter, schools and a hospital show clearly the high demand for our Prestige worthy product.
Revenue / Business Model The growing waste management and housing crises, as well as the innovative Idea of the utilization of plastics in the construction sector, combined with increased consumer awareness surrounding solid waste recycling, has led to our innovative business plan of combining free resources with a high demand of a cheap high quality product. Gaias Homes will capitalize on the opportunities in the recycled resin markets through three divisions:

– a Recycling Division, a Manufacturing Division and a Construction Division.

Recycling & Manufacturing Division:

The Company will create at the beginning one plastic waste refining plant. The initial annual capacity will be 11,000 tons in total, and it will utilize post-consumer Plastic, and other solid plastic waste feed stock. The Company will be vertically integrated, and use all of its recycled material in its Manufacturing Division. The extruded Eco Bricks will be sold to customers outside of the company.

The Company currently has commitments available from customers to purchase the first products produced.

Construction Division:

The construction division will set up certain houses sold by us, since we offer house packages on our Website in which we will also offer a full service construction package. We will either employ a own set of construction workers and engineers or outsource this job to construction companies to do this duty. Initial capacity will be 100+ houses a month. We will also sell the Building Material to contractors and individuals, with detailed construction manuals in form of online videos and in paper form. With an average minimum profit of 3000$ per house this is a profit span of 300,000$ per month.

We will keep the full construction packages high priced to sell our Product mainly to contractors and the government and NGO’s who will make use of them for their own projects.

Building a one family house will take an average of five days, most likely even shorter. If 100% of our sold houses are sold within the “full construction package” we will have the need for 20 construction Teams in the first year, each consisting out of 1 Engineer and 3-5 unskilled workers.

FINANCIAL SUMMARY

After a four month start-up period to build the recycling and manufacturing facilities, buying equipment, and incorporate the business, we will begin a quick turnaround of product.

Sales will begin immediately, and with over $7.8 Million in possible sales in the first twelve months after production start, we will be able to see a first year net profit of $3+ Million. The owners are creating the necessary infrastructure, Website, Customer Base, Research and Development – and invest $25,000.

The Company is seeking an investment of $605,000 in order to begin operations. These funds will be particularly used for the purchase of Sand drying machines and three manufacturing lines, for the set up of the plant facilities as well for working capital. An outside investor providing this amount would receive a 10% – 20% equity of the company in form of issued shares. (share allocation) – Or if Co Founder and Investor are the same person, 50% equity and Director of the company.

Further details can be found in the provisional Financial Plan which bases on the assumption that we can triple our production and infrastructure every year. The only limitations regarding this are the limits given by the manufacturers of the needed manufacturing lines, that exist in China and Europe.

Management Team MANAGEMENT

Steven Bo Rausch, CEO, has a 7-year history of experience encompassing all aspects of Recycling, Sustainable management, Plastic and Paper Conversion Methods, and Start-up Development.

Steven was Papermaker in the worlds biggest Paper Company (SCA) and learned in his 5years employment in Germany through exchange programs in different facilities everything about sustainability, water management / treatment, recycling, energy management, electrical and mechanical engineering and sustainable resource management.

His time spent as Entrepreneur in Germany before he started his journey around the world, discovering innovative solutions, left him working with the Director of Greenpeace, Assistants of Mark Zuckerberg of Facebook and taught him all necessary knowledge to survive in the Startup world.

Company Background The company was found in India, but through a lack of governmental regulations and the massive amount of corruption we were forced out of India. The company in India is dissolving. We are holding patent, Website and Trademark still in our hands.

– Company needs to be founded again in the desired country

Funding Milestone Our start-up expenses are budgeted at $605,000, which is mainly for the manufacturing plant itself, equipment like manufacturing lines, Trucks and other necessary equipment. $5,000 has been set aside for legal and accounting, $5,000 for special consulting that may be required during start up and $20,000 for local engineering, $25,000 for rent for the first 6 months. $15,000 has been set aside as a contingency for the start up period.
Our largest Start-up Requirement is the machinery of the first recycling and extrusion facilities. We need $300,000 in machinery, car-park and fixtures, $75,000 of inventory (plastic and rubber feed stock), 35,000$ in tools and other inventory and 100.000$ cash to cover us through the initial year.
% Equity Allocation 10% – 50% depending on the role the investor choses
Expected ROI 100% – 2000%
Risks and Mitigation 4.3.1 Barriers to Entry

Limited Supply of raw material

Recycled plastics are in high demand, and demand is currently over supplied. The prices for our main resource are acceptable and we will be able to buy recycled plastic granulate and raw plastics from other recycling companies until our recycling structure is implemented and supplies a constant and stable resource input.
We are also aware that we have the option to use a certain foreign plastic supply free of charge.

Firm contracts for supply and sales.

We are optimistic that Gaias Homes niche role, social engagement and crisis solution concepts will allow us to secure contracts for both – supply of plastic waste stock and sale of finished goods.

Hauling plastic materials, minerals and our end product can be expensive. We will maintain a small Truck-park and outsource the main load to cheap but reliable partners to manage the resource maintaining process and the delivery of our product. One of our intentions is to keep the plastic transportation as effective as possible by shredding the raw material before transporting it into our manufacturing plant.

4.3.2 Competition and Buying Patterns

There is a strong demand for our products. Traditional buying patterns in this industry are based on quality, price, reputation of manufacturer, freight costs and delivery times. Buying patterns are often more influenced by availability. After starting the production, building the first houses, finishing the first contracts for satisfied customers and creating the first professional advertising campaigns showing children, families and elders building their own homes in a happy and fast manner – we will win ground and popularity from day to day.

4.3.3 Main Competitors

Currently in Asia, there are several direct competitors for our Product but no one has an positive side effect on the environment. Our Houses are superior in quality, price, building time and eco friendliness.. Our Speed/Cost/Quality correlation is definitely the most competitive on the local market.
5.0 Strategy and Implementation Summary

Gaias Homes will utilize strong industry-wide relationships to obtain significant contracts for its production. Some business will be obtained directly by Management, while some amount of product will be sold by sales agents.

These industry-wide relationships will also provide the Company the ability to secure contracts for the supply of its raw material at competitive pricing.

Exit Strategies 7.8 Exit strategy

Liquidation Preference

The Investors are entitled to a liquidation preference and shall have a preference over all the other shareholders of the Company. The liquidation preference shall be higher of :
(i) An amount equal to 100% of the investment amount and any unpaid cumulative dividend of 15% p a; or (ii) the Investors shall participate in the proceeds in proportion to their shareholding.

The Liquidation Preference shall be due upon a Liquidation Event. A “Liquidation Event” shall mean any liquidation, dissolution or winding up of the Company or the departure of 1 or more Founders before the second anniversary of the 1st closing as well as a merger, acquisition, change of control, consolidation, or other transaction or series of transactions in which the Company’s shareholders prior to such transaction or transactions will not retain a majority of the voting power of the surviving entity, or a sale, lease, license or other transfer of all or a substantial amount of the Company’s assets. The Investors through their representatives on the Board shall at their sole discretion determine whether any of the events stated above constitute a Liquidation Event.

Exit

Rights/Drag Along Rights

A. The Founders would work towards a plan that would give Investors an exit by the 3rd anniversary of their investment. This can happen in the following ways:

(a)Acquisition of the shares of the Company by a third party.
(b)IPO
(c)If after a period of 5 years, the Founders have not been able to provide an exit for the Investors, the Investors can, though, written notice, cause the Company and/or the Founders to provide them an exit by buying back the shares at a fair value, on the bases of valuation determined by any of the following audit firms BDO Haribhakti; BMR; Bansi S Mehta & Co; Sharp & Tannan; N M Raiji & Co; Kalyaniwala & Mistry; or Khimiji Kunverji & Co.
(d)In case no exit has been provided to the Investors upon completion of 36 months of the investment, the Investors will have the unilateral right to sell their shares to any third party. If such third party requires additional shares in the company then the Investors shall have the right to drag along and require the Founders to sell some of their shares to enable such an exit.

B. In case, the Company decides to raise future rounds of funding, the Investors, at their sole discretion, may decide to sell their shares to the new investor at a price not less than the price of the shares issued to such new investor by the Company, up to 50% of total Investors holding.

Company Name Gaias Homes
Website/Facebook https://www.gaiashomes.com
Business Address No buisness address at the moment
Contact Person Steven Bo Rausch

Hibou Cloud SolvePro Smart Management

Current Status Concept / Business Plan
Amount Invested RM57,000
Funding Required RM600,001 to RM1,000,000
Description Hibou Cloud is the eco-friendly connected safety home system that you can install in seconds. This plug & play device will simply inform you about your home; your temperature, air quality as well as has a motion-activated camera. The sensor provides complete intelligent advance wireless IoT platform that provides correlated real-time sensor data to enable all kind of smart applications controlled by a smartphone application. The sensor data may serve the customers directly to monitor and take a decision based on real environment data.
Business Opportunity The Hibou Cloud system provides the user a simple home safety supervision system that senses different aspect of the home or office. These could be used by the user mainly for two purposes.
1) Events notifications when the user is not at home. (People are most of the time not at their home), This notification is based on the detection the Hiboud cloud system does, like human or other living being body movement detection, door/ window opening detection, light on/off, temperature high / low, sound impacts.
2) The system can be used for Trackback and home comfort adjustments. Like air cleaner, lights and Air Conditioner.
To learn different living quality aspect in a home environment, the sensors log a different kind of data into the cloud for later use. (data can be room humidity, air quality, light UV levels, temperature levels, etc.)
3) A smartphone application can send instant notification to the user or user build public or private network when somethings is wrong in the users home.
Revenue / Business Model We are looking into each 100K sets on the 1st year launch. Then 250K at second years.
We have our marketing point at Malaysia and Singapore.
Management Team Axel Hammer – Sweden and Co partner. He is founder for Smart sensor Devices.AB
Alex Juanrno – Business Development Director
Ulf – Back end Developer
Jacky – ( Myself ) Founder for Solver Smart Management and Co partner for Smart sensor devices.AB
Chris – Mechanical Designer
Company Background SolvePro Smart Management is a company who run project management and sourcing management for customer and partners. SolvePro smart management has signed a contract and awarded as partnership with Smart Sensor Devides. AB in Sweden. SolvePro will manage all projects belongs to them and localise all material.
I also own the share from Smart sensors devices.AB.
Smart Sensor Devices is a Swedish company working globally with the latest IoT solutions. We are located in Stockholm, the hottest hub for IoT inventions. Get in contact with us today and explore how you can become part of it! Our long time experience in IoT devices and systems are crucial for giving your business the most for your investments, improve Time To Market and lower your risk.
Funding Milestone 100k for prototyping tools and NRE.
100K for Marketing and sales.
200K for production NRE.
400k for 1st production planning.
% Equity Allocation 49% for 1million ringgit invested
Expected ROI 2 years ROI
Company Name SolvePro Smart Management
Website/Facebook https://www.facebook.com/SolveProSmartManagement/
Business Address SP Kedah.
Contact Person Jacky Chong

Smart Doc Sdn Bhd

Project Title 24 hours – General Practice Clinic under Franchise Klinik Alam Medic
Current Status Growth
Amount Invested RM 500,000 /=
Funding Required RM2,000,001 to RM3,000,000
Description There are two potential location for 24 hours clinic where it combines Residential & Industrial area.
General Practice in a high demand esp with X ray , Ultrasound , Lab test and Emergency Care.
Klinik Alam Medic Franchise is already existing for nearly 20 years and i am currently having one clinic which is quite successful, with Annual turnover of RM 1.5 Million
Lots of panels are ready to be on-board for 24 hours clinic if compared with normal hour clinic.
Business Opportunity Most of the existing clinics are quite busy and packed, the patients have longer waiting time to get treatment , this shows there is a great demand
Currently the franchise is open for grab, at that particular locations.
Alam Medic Franchise should not exist below 7km radius to another clinic , to make sure profitability and reduce competition among same family members
Surrounded with lots of medium & large Industries with lots of job opportunities created and increasing population in this location
Lots of new development / housing & infrastructures
Revenue / Business Model Cash
Panel claims
Retails on Pharmacy
X ray for Medical check up
Fomema – Foreign workers
We can break even within 1 years and start to see profits thereafter
Management Team 1 Managing Director ( My self )
3 Medical Doctors
1 Clinic manager
1 Marketing manager
8 nurses
Company Background I have started my clinic in 2014
Rm 500k been Invested
Monthly sales of RM 130K on average
Still expanding – increasing sales from month-month
Funding Milestone RM 3 Million
Planned to open 2 clinics with 24 Hours
Complete with all facilities such as X ray / 4D scan / Mini Lab / Pharmacy
% Equity Allocation 34
Expected ROI 10%
Risks and Mitigation Risk is in form of delay in achieving the expected ROI and its the matter of time
We need at least 1-2 years to show our rapport to patients
We need more panels to be part of our clinic, enrolling them and getting payments from them will take some time
We need our Marketing team to play role as well
Mitigation plan;
1. Lease the clinic to others with better price
2. We can look for better location than this and shift our practice to a new and better area.
Exit Strategies If in case of compromised expected return/target… we can let go the clinic for sale.
There would be ready buyers for completed clinic with Panels / X ray / Ultra sound / Lab etc
Company Name Smart Doc Sdn Bhd
Website/Facebook http://211.24.107.22/ALAM_MEDIC/default.aspx
Business Address Klinik Alam Medic , No 33 Jalan 2/1 Taman Seri Jaromas, 42600 Jenjarom , Selangor
Contact Person Dr.Jaya Chandran